TOWN OF LOS GATOS MEETING DATE: 04/30/2019 ITEM: 1 GENERAL PLAN UPDATE ADVISORY COMMITTEE REPORT
DATE: APRIL 26, 2019
TO: GENERAL PLAN UPDATE ADVISORY COMMITTEE
FROM: JOEL PAULSON, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: CONTINUE THE DISCUSSION OF GENERAL PLAN VISION AND DISCUSS GUIDING PRINCIPLES
BACKGROUND:
On April 23, 2019, the General Plan Update Advisory Committee (GPAC) held its third meeting to review the existing General Plan Vision and discuss potential modifications. The Discussion section of this report focuses on the continued work of the Committee on the Vision and Guiding Principles.
In addition, the GPAC requested information to help with a better understanding of longer term economic and demographic trends, and the Town’s budget and five-year forecast.
A. Trends and Projections
As mentioned in the Background Report, the Association of Bay Area Governments and the Metropolitan Transportation Commission adopted Plan Bay Area 2040 in July 2013. The Plan is a sustainable communities strategy as required by Senate Bill 375, linking regional land use and transportation trends, connecting the Regional Transportation Plan to measurable actions to reduce greenhouse gas emissions, and including projections for 2040 all cities and counties in the nine-County Bay Area region (Santa Clara, San Mateo, San Francisco, Marin, Sonoma, Napa, Solano, Contra Costa, and Alameda). For Los Gatos in 2040, the Town is projected to add 600 households (total of approximately 13,000) and 1,200 people (total of approximately 31,500). Pursuant to SB 375, MTC is beginning to update the Plan with a new horizon year of 2050. To review Plan Bay Area 2040, please visit: https://mtc.ca.gov/sites/default/files/Final_Plan_Bay_Area_2040.pdf
PREPARED BY: JENNIFER ARMER, AICP Senior Planner
110 E. Main Street Los Gatos, CA 95030 ● 408-354-6832 www.losgatosca.gov PAGE 2 OF 5 SUBJECT: CONTINUE THE DISCUSSION OF GENERAL PLAN VISION AND DISCUSS GUIDING PRINCIPLES APRIL 26, 2019
BACKGROUND (continued):
The GPAC might also be interested in Joint Venture Silicon Valley’s annual Silicon Valley Index of economic, demographic, and other indicators with data on historical trends: https://jointventure.org/download-the-2019-index
B. Town Budget and Five-Year Forecast
As mentioned at the April 23rd meeting, the Town follows best practices in municipal budgeting, forecasting, and auditing. For an overview of various steps in the budgeting process, please see Attachment 1. The steps identify Council discussions and actions, which are all conducted in public meetings and the community is welcome to participate. The Background Report used the Adopted Budget as the published source of data, which is consistent with planning practice to establish a baseline. Attachment 1 includes the abbreviation “CAFR” which stands for the Comprehensive Annual Financial Report. This is an annual audit typically completed in the fall of each year after the close of the previous fiscal year on June 30th.
The Town’s Budget is adopted in June and reviewed in February with mid-year data (through December 31) to determine if revenues and expenditures are tracking as expected in the Adopted Budget. The Mid-Year Report also consolidates all Council budget adjustments that have occurred between July and February, including those adjustments contained in the Mid-Year report. This year, the Council considered the Mid-Year Report on February 19, 2019, including all salary and benefit expenditures associated with the negotiated contracts (see agenda item 7): https://granicus_production_attachments.s3.amazonaws.com/losgatos/f917439a095701f6 e2e4c35c7afcc5920.pdf. Taking into account all budget adjustments, an updated year end estimate is provided showing that the Town is expected to have revenues exceed expenses by June 30, 2019.
The Town also produces a Five-Year Forecast to anticipate revenue and expenditures. Also at the February 19th Council Meeting (agenda item 12; same link as above), the Council discussed the assumptions contained in the Forecast and reviewed sensitivity analysis that demonstrated the effects of optimistic and pessimistic scenarios on the Forecast. On May 21, 2019, the Council will consider the Proposed Operating Budget, which will contain an updated Five-Year Forecast reflecting new information regarding tax revenues, pension expenses, and other information. GPAC members are welcome to participate in the Town’s budgeting in addition to their service for the General Plan update.
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DISCUSSION:
At the GPAC meeting on April 23, 2019, the GPAC members discussed the Vision chapter of the existing General Plan. In response to this discussion, staff has prepared the following information to assist in the development of a revised Vision statement, and consideration of Guiding Principles.
A. Key Words and Concepts
During the April 23, 2019 GPAC meeting, the following key concepts were mentioned for potential inclusion into the Vision statement or Guiding Principles:
• Safety, police, wildfires • How to serve specific parts of the community (seniors/youth) • Fiscally responsible • Sustainability • Transportation (pedestrian and bikes) • Less focus on development • History • Businesses • Technology • Family-oriented • Welcoming • Sense of community • Arts, culture, and recreation • Diversity • Inclusive • Preservation • Smart development • Sensitive development • Uniqueness • Housing for all stages of life • Maintain hillsides • Fiscally sound • Climate change and awareness • Encouraging business
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DISCUSSION (continued):
B. Draft Vision Statements
The following draft Vision statements were prepared by GPAC members during the April 23, 2019 GPAC meeting with the key concepts listed above are underlined. The second draft statement includes possible edits for readability:
• In 2040, the Town of Los Gatos will be a Town which welcomes all and cares for each member of its diverse community. Los Gatos welcomes smart development, embraces its history and technology while maintaining its unique small town feel. Through embracing sustainability we maintain the health of our community, preserving it for future generations.
• In 2040, Los Gatos will be a Town that welcomes all individuals and families and cares for each member of its diverse community. Los Gatos welcomes smart, sensitive development, embraces its history and technologyas well as innovations, while maintaining its unique small town feel. Los Gatos encourages a lively/dynamic economic business community that includes a range of businesses, most of which are local consisting of small and local businesses along with larger businesses that serves not only the local residents but outside communitiesand visitors. Through embracing sustainability and safety, we maintain the health of our community, preserving it for future generations.
The following draft Vision statements were prepared by Mintier Harnish Planning Consultants based on the discussion at the April 23, 2019 GPAC meeting:
• In 2040, the Town of Los Gatos is a forward-looking and welcoming community built upon a strong sense of community and cultural heritage. Residents and visitors alike cherish the community’s small town ethos, family friendly environment, lively and accessible downtown, natural beauty and cultural heritage, biking and walking options, cultural and artistic expression, and the community’s overall quality of life. Our neighborhoods are safe and healthy, and provide housing and facilities that address the needs of all stages of life. The Town encourages smart and innovative development ideas and supports the success of locally-owned businesses, all while maintaining the Town’s unique character. The community also embraces sustainability and takes an active role in the stewardship of community resources. Los Gatos takes pride in being a great place to live, work, and visit. * Ethos - the characteristic spirit of a culture, era, or community as manifested in its beliefs and aspirations.
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PAGE 5 OF 5 SUBJECT: CONTINUE THE DISCUSSION OF GENERAL PLAN VISION AND DISCUSS GUIDING PRINCIPLES APRIL 26, 2019
DISCUSSION (continued):
• In 2040, the Town of Los Gatos is a safe, welcoming, and family-oriented community that is planned to meet the needs of current and future generations. The Town has diverse housing opportunities for all ages, excellent neighborhoods and schools, a lively and accessible downtown, varied and convenient transportation options, excellent public facilities and services, and an open and responsive local government. Los Gatos encourages smart and innovative development ideas, supports the success of locally- owned businesses, and aspires to maintain a community that is economically healthy and a good place to do business. Los Gatos takes pride in preserving its past while welcoming new innovations and ideas.
In addition, six additional vision statement examples, as well as the full Introduction Chapters for the cities of Mountain View and Cupertino, are included as Attachment 2.
C. Draft Guiding Principles
Based on the discussion at the April 23, 2019 GPAC meeting, staff will prepare draft Guiding Principles for consideration and modification that will be distributed in an Addendum report on Monday.
NEXT STEPS:
The next steps in the General Plan update process include:
• Continuing and completing General Plan Vision and Guiding Principles discussion for recommendation to Planning Commission and Town Council; • Conducting Town Council and Planning Commission Study Session(s); and • Beginning Phase 4: Land Use Alternatives.
ATTACHMENTS:
1. Budget Process Diagram (one page) 2. Example Vision Statements (23 pages) 3. Public Comments Received before 11:00 a.m., Friday, April 26, 2019
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Cupertino Cupertino aspires to be a balanced community with quiet and attractive residential neighborhoods; exemplary parks and schools; accessible open space areas, hillsides and creeks; and a vibrant, mixed-use “Heart of the City.” Cupertino will be safe, friendly, healthy, connected, walkable, bikeable and inclusive for all residents and workers, with ample places and opportunities for people to interact, recreate, innovate and collaborate. Hayward Hayward will be a distinct and desirable community known for its central Bay Area location, vibrant Downtown, sustainable neighborhoods, excellent schools, robust economy, and its growing reputation as a great college town. With a variety of clean, safe, and green neighborhoods, and an accessible network of parks and natural open space, Hayward will be home to one of the most diverse, inclusive, educated, and healthy populations in the Bay Area. It will be a destination for life-long learning, entertainment, arts and culture, recreation, and commerce. It will be a community that values diversity, social equity, transparent and responsive governance, civic engagement, and volunteerism. Hayward will be a thriving and promising community that individuals, families, students, and businesses proudly call home. Millbrae In 2040 Millbrae is the gem of the Peninsula, distinguished locally for its strong sense of community and regionally as the Bay Area’s premier transit hub. Residents continue to be proud to call Millbrae “home” because of its pristine views of the Bay, attractive residential neighborhoods, distinguished schools, charming and lively downtown, and active civic life. Millbrae is an international destination because of its access to transit, vibrancy of El Camino Real, diversity of retail and restaurants, and charming atmosphere. Millbrae exemplifies a vibrant and prosperous community. Mountain View In 2030, the City of Mountain View embraces sustainable living and provides for the needs of all residents. It is a place that values its diversity, balances preservation with innovation and provides quality education. The community supports a lively Downtown, vibrant neighborhoods and a healthy economy. Palo Alto We aspire to create a safe, beautiful City for ourselves, our children and future generations. We envision a City with diverse housing opportunities and a sustainable transportation network, where the natural environment is protected, where excellent services are provided and where citizens have a say in government. We aspire to create a City that is economically healthy and a good place to do business. Union City Union City is the heart of the Bay Area and a regional center for commerce, community, and culture. Our economy is strong and diverse and provides high paying jobs across a broad range of local businesses, high profile companies, and emerging industries. Our residents and neighborhoods are safe and healthy and our community is celebrated for its diversity and equitable treatment of everyone. Union City provides effective and efficient public services and is fiscally stable.
ATTACHMENT 2 This Page Intentionally Left Blank chapter 1 Introduction This Page Intentionally Left Blank CHAPTER 1 Introduction
What is a General Plan?
A general plan is a city’s road map for the future. It describes a community’s aspirations and identifies strategies for managing preservation and change. The State of California requires every city and county to have a general plan to guide growth. General plans typically include goals, policies, implementing actions and supporting graphics. These components work together to convey a long-term vision and guide local decision making to achieve that vision. The general plan also plays an important role in regulating land use. Its policies and maps form the foundation for City ordi- nances, guidelines and plans.
This comprehensive update of the City’s 1992 General Plan provides goals and policies that reflect present-day community values and priorities and compliance with current state laws and local ordinances.
CHAPTER 1 Introduction 3 Mountain View’s Where We’ve Been General Plan Vision and Who We Are
Mountain View’s General Plan vision Located in the heart of Silicon Valley, was developed by the community in Mountain View is a community defined 2008 as part of the General Plan by distinctive neighborhoods, diverse Visioning Process. This core vision residents, a rich natural environment represents the community’s ideal and a desirable quality of life. The city future: has evolved from its agricultural roots into one of the country’s foremost centers of industry and innovation. In 2030, the City of Mountain View embraces sustainable living Evolution of the City and provides for the needs of all Mountain View began as an agricultural residents. It is a place that values community with a compact Downtown its diversity, balances preservation core surrounded by farms and orchards. with innovation and provides The City was incorporated in 1902 quality education. The community and retained its agricultural character supports a lively Downtown, until the 1950s, while gradually adding vibrant neighborhoods and a population and new development. After healthy economy. World War II, the population increased from approximately 6,500 in 1950 to almost 55,000 in 1970. This rapid growth transformed Mountain View into a city with complete services and new neighborhoods, parks and commercial and industrial districts. As expansion took place, different areas of the city began to take shape, each with a unique character. These included quiet family-oriented ranch-style neighbor- hoods, auto-oriented commercial uses along El Camino Real and large indus- trial areas.
Growth continued over the next several decades. New single-family develop- ments expanded north of Central Expressway and south of El Camino Real. New multi-family residential During the Visioning Process, the developments were built throughout the community articulated important values city. Regional shopping centers such as and planning principles, identified Mayfield Mall and San Antonio Center assets and opportunities, and outlined opened, offering residents new local key areas for change and preservation. shopping opportunities while attracting These components built the foundation customers from around the region. for development of the General Plan goals, policies and actions. The past few decades have brought Mountain View continues to attract more change to Mountain View. The technology industries and start-up rebirth of Downtown in the 1990s businesses, making the city a major injected new life into the heart of the regional employment center and home city. Castro Street was redesigned as to some of the world’s most prestigious an attractive, pedestrian-friendly street and forward-thinking companies. While connecting to new light rail service business parks house many larger and Mountain View’s Transit Center. companies, numerous start-up firms Community vision, commitment and and other thriving enterprises have investment helped to spur new private located Downtown, where they benefit development, creating a thriving Down- from the vibrant pedestrian-oriented town district of shops and restaurants. character and access to the Mountain The North Bayshore area also began View Transit Center. its remarkable transformation. Once defined by its landfill, hog farms and wrecking yards, the area became an economic hub of technology offices and industries. North Bayshore’s rich natural habitat was complemented by new recreational opportunities along the multi-use bayfront at Shoreline at Mountain View Regional Park. East Whisman has also experienced signifi- cant growth in employment, including technology headquarters, while new residential developments oriented to transit were built near the Whisman Light Rail Station. In addition, some The NASA Ames Research Center at residential neighborhoods and corridors Moffett Field was established in the such as El Camino Real have seen late 1930s as one of the country’s moderate amounts of infill development preeminent intellectual and technolog- in recent years. ical centers. It continues its vital work today, focusing on space exploration, From Shockley to Start-ups scientific discovery and aeronautics research. Owned and operated by the CHAPTER 1 Mountain View has long been a hub of federal government, NASA Ames plays Introduction innovation. In 1955, William Shockley an important economic and educational established his pioneering silicon-device role in the community and region. manufacturing and research labora- 5 tory on San Antonio Road. Shockley Mountain View’s Quality of Life co-invented the transistor, which revolu- tionized computer technology and led to Mountain View’s rich and diverse the rapid development of the computer natural environment offers its residents and electronics industries in the area. an excellent quality of life. The nearby In the 1960s, many of the first elec- San Francisco Bay and Stevens and tronics industries and integrated-chip Permanente creeks present abundant manufacturers settled in the Ellis- opportunities for outdoor recreation. Middlefield industrial area. Natural areas and urban forests also support valuable habitat for a 1950s. Kaiser Permanente and Palo number of diverse species. Views of Alto Medical Foundation also supply the surrounding mountains inspired community health care services. The the city’s name and contribute to its Community School for Music and Arts distinct sense of place. has enriched the community with art and music education for more than 50 Mountain View prides itself on a tradi- years. The El Camino YMCA has offered tion of building high-quality parks, trails recreational facilities and programs and public facilities. Shoreline Golf to local families for decades. The Links and Rengstorff, Eagle and Cuesta Computer History Museum is home parks are examples of outstanding facil- to one of the world’s largest interna- ities with a variety of features including tional collections of computing artifacts fields, courts, playgrounds, pools and including hardware, photos and soft- recreational programs serving the broad ware. It is a popular destination for both needs of residents. The City’s vision residents and visitors. and leadership were instrumental in developing the Stevens Creek, Perma- The business community helps maintain nente Creek and Hetch Hetchy trails. Mountain View’s superior quality of life Today, these trails provide expanded by supplying local jobs and a substan- citywide pedestrian and bicycle access tial tax base. The city’s several large and attractive places for exercising and world-class technology corporations, socializing. along with its many start-up compa- nies, contribute to Mountain View’s The City partners with local schools to identity as a generator of cutting-edge create shared open space and recre- products and innovations. Many small ational facilities, as well as to maximize businesses offer daily goods and access to recreational resources for services for these companies and their students and the larger community. employees, as well as for surrounding The Public Library, Civic Center and the neighborhoods. Service businesses are Mountain View Center for Performing primarily concentrated Downtown, along Arts anchor Downtown and benefit resi- El Camino Real, in industrial areas and dents with educational, governmental in neighborhood shopping centers. and cultural opportunities and services. The Senior Center, Teen Center and the The Mountain View Community Whisman and Mountain View sports Mountain View is proud of its rich centers present civic and recreational history of cultural diversity and opportunities and services. The historic community activism. The community Rengstorff House and the Adobe was defined by large groups of early 6 Building offer unique meeting and settlers from Latin America, Asia and special event spaces and are strong Europe. This diversity is still evident visual reminders of the community’s today through residents’ varied back- heritage. grounds and histories. The community Mountain View’s long-standing local values these broad perspectives. organizations contribute to community These perspectives help shape the city vitality. El Camino Hospital has played and are expressed daily in schools, an important role in the city since the community groups, businesses and government. The 1992 General Plan Legacy
Mountain View’s 1992 General Plan –the fifth such plan since the city’s inception–positioned it for much of the change and improvement that has occurred over the past 20 years.
Mountain View became widely recog- nized as a pioneer of sustainable growth in the 1990s by focusing devel- opment along its transit corridors. The Mountain View highly values and City approved construction of several supports its school system. Well- new residential and commercial proj- regarded academics and facilities and ects close to new light and heavy rail strong community involvement make stations. Noteworthy transit-oriented local schools a desirable choice for developments include The Crossings families. The City actively supports the neighborhood near the San Antonio school system through a range of Caltrain Station, the Whisman Station partnerships and programs. neighborhood and Downtown develop- ments. The Ellis-Middlefield industrial Mountain View is home to a variety of area was also revitalized with new distinctive residential neighborhoods, transit-oriented office developments including single-family ranch-style along the light rail corridor. homes south of El Camino Real; eclectic and architecturally rich homes Downtown revitalization incorporated in the Downtown area; single-story major streetscape improvements, new Eichler subdivisions; and other diverse civic buildings, and the new Mountain neighborhoods throughout the City. View Transit Center. North Bayshore Many of these areas have strong neigh- continued its prominence as a center borhood associations actively involved of innovation with more than 2.5 million in both neighborhood and broader square feet of new office developments. City initiatives. The City supports its Improvements included Shoreline at neighborhoods in many ways, including Mountain View Regional Park upgrades, CHAPTER 1 sponsoring local meetings, distributing a new recycled water system and Introduction grants for community activities and enhanced wildlife habitat and wetlands. projects, and providing a volunteer 7 mediation program for residents. Since the 1992 General Plan, the City adopted many implementation Mountain View has been characterized plans such as the Parks and Open by many as the “start-up” community Space Plan and precise plans to guide of Silicon Valley. This entrepreneurial further public and private projects. culture is reflected in the number and New public facilities were designed and diversity of technology companies that constructed including a senior center, have located here over many years. child-care center and several neighbor- hood parks. Approximately nine miles of new trails were built throughout the city. Mountain View’s strong emphasis on urban design continued with new residential development guidelines. Several affordable housing projects were built in recent years, including the San Antonio Place efficiency studios and Paulson Place senior housing.
2030 General Plan Foundation
The Mountain View 2030 General Plan The City Council and the General Plan update began in 2008 with a compre- Project Advisory Committee (PAC), hensive Visioning Process, which composed of Environmental Planning included a series of community forums commissioners and three City Council and meetings. members, reviewed the substantial Dozens of volunteers collected input community input at milestones in the from neighborhood groups. This led planning process. Over the course of to two citywide community visioning the General Plan’s development, the workshops, during which more than 400 Council, PAC, Environmental Planning community members discussed their Commission and community members aspirations for Mountain View’s future reviewed preliminary Plan materials and developed a community vision and provided further input and recom- statement and planning principles. The mendations. Each of the City’s boards, Visioning Process set the foundation for commissions and committees also the General Plan by identifying neighbor- reviewed draft materials and provided hoods that should be preserved and comments on the Plan. The General enhanced and areas in the city that Plan builds on a number of City plans could support future change. and policies including the Environmental Sustainability Task Force Final Report, Following this initial phase, more than Parks and Open Space Plan, Water 1,400 community stakeholders partici- Master Plan and Economic Develop- pated in over 70 meetings and public ment Strategy and Action Plan. hearings to further shape the General Plan. The City also targeted outreach to neighborhoods, property owners, youth 8 groups, seniors, business groups and local organizations to address topics such as sustainability, transportation and housing. Multi-lingual outreach was an important part of the process with involvement from Spanish, Chinese and Russian speaking groups. Looking to the Future
The goals and policies of the Mountain View 2030 General Plan provide vital direction for the future. They set forth the City’s commitment to make appro- priate decisions and allocate necessary resources to support that direction. Implementing actions are the specific to-do steps required to carry out the Plan’s goals and policies. These actions are included in a companion Action Plan that will help carry out the broader goals and policies.
The General Plan provides a framework for anticipating future trends through its vision, goals and policies. However, it may need to be amended at times to address new issues and informa- tion. The Action Plan will be reviewed regularly by the City and community to ensure the General Plan is achieving its goals. Based on this review, General Plan actions may be amended, added or deleted.
CHAPTER 1 Introduction 9 General Plan Themes
General Plan goals, policies and actions direct how Mountain View will achieve its vision for 2030. The following section describes major General Plan themes and overarching strategies that support the community’s preferred future. As the City carries out its General Plan, these themes and strategies should ground decision making and ensure that overall planning direction remains on course. More details related to each of the overarching strategies can be found within specific General Plan Elements, as noted in parentheses.
quality of life
The Mountain View community enjoys an excellent quality of life with its strong and diverse neighborhoods, vibrant Downtown, excellent schools, well-maintained community facilities and infrastructure and many open space and recreational opportunities. The General Plan seeks to maintain this high-quality environment by preserving the land uses within most neighborhoods and establishing policies to help enhance and support their distinct characters. Most of the General Plan change in the city is focused in the North Bayshore area and along transit corridors in the East Whisman, El Camino Real and San Antonio areas.
Overarching strategies to support Mountain View’s quality of life include:
§§ Preserving neighborhood character and increasing City revenues to help fund community facilities and other improvements. (Land Use and Design) §§ Continuing the unique partnership and cooperation between the City and the Mountain View Whisman School District to meet shared open space, recreational and educational needs. (Parks, Open Space and Community Facilities) §§ Expanding parks and open space to support population growth. (Parks, Open Space and Community Facilities) §§ Supporting non-automotive transportation measures. (Mobility) §§ Identifying new funding sources to ensure the continued maintenance and improvement of the city’s infrastructure. (Infrastructure and Conservation)
10 Sustainability
A sustainable community is one that meets current needs without compromising the ability to meet the needs of future generations. Sustainability is an important underlying value identified by the Mountain View community. Greenhouse gas reduc- tion and global climate change are especially critical challenges. This General Plan includes a comprehensive set of goals and policies to achieve a more sustainable future for Mountain View while contributing to regional and global sustainability initiatives. The City’s Greenhouse Gas Reduction Program, developed concurrently with the General Plan, includes incremental measures the community can undertake to address its emissions over time. The North Bayshore area, next to San Francisco Bay, is particularly vulnerable to future rise in sea level. The General Plan calls for adapting to this future change through further targeted studies and by coordinating with regional agencies on flood-prevention strategies.
Overarching strategies to support Mountain View’s sustainability include:
§§ Focusing future growth around major transportation corridors to increase transit ridership. (Land Use and Design) §§ Creating flexible mixed-use land use designations to support “village centers,” which are neighborhood mixed-use and commercial centers within walking distance of neighborhoods. (Land Use and Design) §§ Developing building, water and energy conservation measures. (Land Use and Design; Infrastructure and Conservation) §§ Encouraging more bicycling and walking through improved connections and facilities. (Mobility)
DIVERSITY
Mountain View is a place that embraces and celebrates its diversity including its mix of cultures, range of ages and incomes and broad spectrum of groups with special needs. The city’s population is expected to become more diverse in the future, with an increased senior population and further changes in its cultural and ethnic makeup. Increased diversity shapes how and where change in the community should be focused. It also influences how City services and programs are planned and delivered to address a range of needs.
Overarching strategies to support Mountain View’s diversity include:
§§ Involving all community stakeholders in planning processes. (Land Use and
Design) CHAPTER 1 §§ Providing a broad range of recreational and cultural programs and services to Introduction meet various community needs. (Parks, Open Space and Community Facilities) §§ Identifying locations for a range of housing supported by public transportation 11 options. (Housing; Land Use and Design) §§ Continuing innovative housing approaches for lower-income populations. (Housing) HEALTH AND WELLNESS
Mountain View residents generally enjoy good health, particularly related to neigh- borhood quality and access to healthy foods and health care. However, there are opportunities for improvement, especially for certain groups with specific health needs or impairments, such as the elderly or those with chronic diseases. Rates of obesity, diabetes, asthma and other conditions show the need for positive change in the environment.
Overarching strategies to support Mountain View’s health and wellness include:
§§ Reducing risk factors for conditions such as obesity by improving bicycle and pedestrian infrastructure to encourage active, non-automotive transportation options. (Mobility) §§ Creating a land use pattern that improves access to healthy foods, services and community spaces. (Land Use and Design) §§ Maintaining and expanding open space and recreational opportunities for resi- dents to enjoy physical and social activities in a natural environment. (Parks, Open Space and Community Facilities) §§ Continuing to monitor and improve the community’s air, soil and water quality. (Infrastructure and Conservation) §§ Implementing policies to create a safer community. (Public Safety) §§ Enhancing safe and affordable housing. (Housing)
Economic prosperity
Mountain View has long been home to research facilities and forward-thinking companies. This supports economic growth with significant new local jobs, a diversi- fied tax base and worldwide recognition as a hub of technology and innovation. A strong and diverse economy is vital in helping the City continue to generate the revenue required to provide high-quality services and programs.
Overarching strategies to support Mountain View’s economy include:
§§ Supporting business needs through increased land use intensities and highly 12 sustainable, well-designed business districts. (Land Use and Design) §§ Improving the overall economic base and diversity of businesses and increasing the City’s future revenues. (Land Use and Design) §§ Improving transportation services between North Bayshore and the Mountain View Transit Center. (Land Use and Design) General Plan Organization Legal Requirements Following this introduction, the General Plan begins with a Planning Area State law requires cities and counties to prepare and adopt a chapter that frames geographic plan- comprehensive and long-range general plan for its physical ning areas in the city. It describes development according to California Government Code Section 65300. current conditions and a preferred future for each area. Then, the core of State law also requires that general plans address seven topics or the General Plan includes the topical elements including land use, circulation, open space, conservation, elements that make up the remainder safety, noise and housing according to California Government Code of the document. These include: Section 65302. Each element is required to include specific statutory requirements. Mountain View’s General Plan incorporates these Land Use and Design (page 35) required elements. Mobility (page 93) Infrastructure and Conservation (page 117) Parks, Open Space and Community Facilities (page 139) Noise (page 155) Public Safety (page 169) Housing (under separate cover)
Each General Plan Element is organized into sections describing context and key topics, planning strategies and goals and policies. The Land Use and Design Element also includes goals and poli- cies for key change areas–areas where the most significant change is planned in the North Bayshore, East Whisman, San Antonio, El Camino Real and Moffett parts of the city.
CHAPTER 1 Introduction 13 This Page Intentionally Left Blank introduction 1 CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
Purpose of Community Vision 2040
Community Vision 2040 is a roadmap to the future that encompasses the hopes, aspirations, values and dreams of the Cupertino community. The underlying purpose of this document is to establish the policy and regulatory framework necessary to build a great community that serves the needs of its residents, maximizes the sense of connection between neighborhoods and enhances Cupertino as a great place to live, work, visit and play. Community Vision 2040 provides a framework for integrating the aspirations of residents, businesses, property owners and public officials into a comprehensive strategy for guiding future development and managing change. It describes long-term goals and guides daily decision making by the City Council and appointed commissions. This document functions as the City of Cupertino’s State-mandated General Plan, and covers a time frame of 2015–2040. As such, the goals, policies and strategies contained in this document lay the foundation for ensuring there is appropriate land use and community design, transportation networks, housing, environmental resources and municipal services established between now and 2040. Due to the breadth of topics covered in Community Vision 2040, conflicts between mutually-desirable goals are inevitable. For instance, increased automobile mobility may conflict with a safe, walkable community. This document reconciles these conflicts in the interest of building a cohesive community. Per State law, every goal and policy in this plan has equal weight. The City recognizes that the interests of residents of a particular street or neighborhood may need to be balanced with the overall needs and potentially greater goal of building a community. These are conscious choices that the City makes in the interest of building community.
CONTENTS: I-2 Purpose of Community Vision 2040 I-3 Vision Statement I-4 Guiding Principles I-6 Organization of the Document I-7 Community Vision 2040 Adoption I-8 Community Vision 2040 Implementation
I-2 CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
VISION STATEMENT In order to prioritize goals and actions, the City developed an overarching vision statement based on extensive community input received during the 2013-14 General Plan Amendment process. This input culminated in “A Vision for Cupertino”, shown below, which reflects ideas, thoughts and desires from residents, local business and property owners, study area stakeholders, elected and appointed officials, and other members of the Cupertino community.
This updated vision expresses the community’s desires for Cupertino’s future. It describes the community’s overall philosophy regarding the character and accessibility of existing and new neighborhoods and mixed-use corridors. Ultimately, all goals, policies and strategies contained in this document must be consistent with the vision statement.
A Vision for Cupertino Cupertino aspires to be a balanced community with quiet and attractive residential neighborhoods; exemplary parks and schools; accessible open space areas, hillsides and creeks; and a vibrant, mixed-use “Heart of the City.” Cupertino will be safe, friendly, healthy, connected, walkable, bikeable and inclusive for all residents and workers, with ample places and opportunities for people to interact, recreate, innovate and collaborate.
I-3 CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
GUIDING PRINCIPLES The Guiding Principles provide additional detail about Cupertino’s desired future necessary to fully articulate the ideas contained in the vision statement. Similarly, the Guiding Principles were developed based on extensive community input.
1 DEVELOP COHESIVE NEIGHBORHOODS Ensure that all neighborhoods are safe, attractive and include convenient pedestrian and bicycle access to a “full-service” of local amenities such as parks, schools, community activity centers, trails, bicycle paths and shopping.
2 IMPROVE PUBLIC HEALTH AND SAFETY Promote public health by increasing community-wide access to healthy foods; ensure an adequate amount of safe, well-designed parks, open space, trails and pathways; and improve safety by ensuring all areas of the community are protected from natural hazards and fully served by disaster planning and neighborhood watch programs, police, fire, paramedic and health services.
3 IMPROVE CONNECTIVITY Create a well-connected and safe system of trails, pedestrian and bicycle paths, sidewalks and streets with traffic calming measures that weave the community together, enhance neighborhood pride and identity, and create access to interesting routes to different destinations.
4 ENHANCE MOBILITY Ensure the efficient and safe movement of cars, trucks, transit, pedestrians, bicyclists and disabled persons throughout Cupertino in order to fully accommodate Cupertino’s residents, workers, visitors and students of all ages and abilities. Streets, pedestrian paths and bike paths should comprise an integrated system of fully connected and interesting routes to all destinations.
5 ENSURE A BALANCED COMMUNITY Offer residents a full range of housing choices necessary to accommodate the changing needs of a demographically and economically diverse population, while also providing a full range of support uses including regional and local shopping, education, employment, entertainment, recreation, and daily needs that are within easy walking distance.
6 SUPPORT VIBRANT AND MIXED-USE BUSINESSES Ensure that Cupertino’s major mixed-use corridors and commercial nodes are vibrant, successful, attractive, friendly and comfortable with inviting active pedestrian spaces and services that meet the daily needs of residents and workers.
I-4 CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
7 ENSURE ATTRACTIVE COMMUNITY DESIGN Ensure that buildings, landscapes, streets and parks are attractively designed and well maintained so they can complement the overall community fabric by framing streets and offering a variety of active, relaxing and intimate pedestrian spaces.
8 EMBRACE DIVERSITY Celebrate Cupertino’s diversity by offering a range of housing, shopping and community programs that meet the needs of the full spectrum of the community, while ensuring equal opportunities for all residents and workers regardless of age, cultural or physical differences.
9 SUPPORT EDUCATION Preserve and support quality community education by partnering with local school districts, community colleges, libraries and other organizations to improve facilities and programs that enhance learning and expand community-wide access.
10 PRESERVE THE ENVIRONMENT Preserve Cupertino’s environment by enhancing or restoring creeks and hillsides to their natural state, limiting urban uses to existing urbanized areas, encouraging environmental protection, promoting sustainable design concepts, improving sustainable municipal operations, adapting to climate change, conserving energy resources and minimizing waste.
11 ENSURE FISCAL SELF RELIANCE Maintain fiscal self-reliance in order to protect the City’s ability to deliver essential, high-quality municipal services and facilities to the community.
12 ENSURE A RESPONSIVE GOVERNMENT Continue to be a regional leader in accessible and transparent municipal government; promote community leadership and local partnerships with local and regional agencies; and remain flexible and responsive to changing community needs.
I-5 CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
ORGANIZATION OF THE PLAN
California state law requires that each city and county adopt a General Plan for the “physical development of the county or city, and any land outside its boundaries which bears relation to its planning.” The role of the General Plan is to act as a community’s “constitution,” a basis for rational decisions regarding long-term physical development and incremental change. Community Vision 2040 expresses the community’s development and conservation goals, and embodies public policy relative to the distribution of future land uses, both public and private.
Every General Plan is also required to address a collection of seven “elements” or subject categories. The City has the authority to address these elements in whatever organization makes the most sense for Cupertino. The following table identifies how the sections of the plan address each State-required element.
State-Required Topics Community Vision 2040 Chapters or Elements 1. Introduction Not Applicable 2. Planning Areas Not Applicable 3. Land Use and Community Design Land Use 4. Housing Housing 5. Mobility Circulation 6. Environmental Resources and Sustainability Conservation, Open Space 7. Health and Safety Noise, Safety 8. Public Infrastructure (optional element) 9. Recreation and Community Services (optional element)
Each topical chapter, or “Element,” of Community Vision 2040 includes an introduction, background context and information, and a summary of key opportunities or objectives looking forward. They also include topical goals, policies and strategies that function in three unique ways: • Goal: a broad statement of values or aspirations needed to achieve the vision. • Policy: a more precise statement that guides the actions of City staff, developers and policy makers necessary to achieve the goal. • Strategy: a specific task that the City will undertake to implement the policy and work toward achieving the goals.
I-6 CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
COMMUNITY VISION 2040 ADOPTION Community Vision 2040 is a living document, and can be adopted or modified over time as community needs change. Each amendment needs to include a public review process and environmental impact analysis. Public review occurs prior to public hearings through community meetings, study sessions and advisory committee meetings. Public hearings allow the community to express its views prior to City Council approval.
State law limits the number of General Plan amendments to four per year. Cupertino ordinances require that the City Council determine if a public hearing should be set to consider a General Plan amendment.
I-7 CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
COMMUNITY VISION 2040 IMPLEMENTATION Community Vision 2040 is the foundation for planning in Cupertino. All physical development must be consistent with it. State law also requires that zoning be consistent with the plan. The various goals, policies and strategies are carried out through a myriad of City plans and approval procedures, such as special planning areas, use permits, subdivisions, the Capital Improvement Program and park planning. The annual review of Community Vision 2040 provides the opportunity to evaluate the City’s progress in implementing the plan and to assess if mitigation measures are being followed and if new policy direction should be considered.
I-8 Name: Dawn Hooper Comments: I would love to see Los Gatos become a younger persons town. At the moment it feels like somewhere your grandmother lives. I would love to see it attract the 25 to 40 year olds. I feel that at 9pm the place is closed and everyone went to bed. I don't mean we need night clubs but we do need the place to attract people who want to stay up later than 9pm. There is very little street dining unlike in Mountain View and Campell and Santana Row. Its a shame because I see these places taking business from our town when we could so easily attract more people in the evenings to bring in some more revenue, we have a quaint town that is not utilized enough. I have heard in council meeting restaurant owners asking for street dining and it just gets a hard NO rather than really looking into. YES lets try if for a couple of years and see how it goes. I live in Los Gatos and rarely eat there as the place closes so early and I know I am not alone.
ATTACHMENT 3 This Page Intentionally Left Blank From: Maureen Cappon Javey
Good evening, Joel
Attached is a PDF document and a link to a Google folder (containing a number of supporting document files) for inclusion in the April 30th 2040GP Committee Meeting packet.
These materials provide NUMU background information for committee members to review as they deliberate on updates to the Arts Plan section of the 2040GP.
Please contact me if you've any questions.
Many thanks,
Maureen
https://drive.google.com/drive/folders/1izd8QkLXtPgyT5kgK19usYb5mKfLAAuF?usp=sharing
This Page Intentionally Left Blank New Museum Los Gatos/ NUMU by the numbers 10,800 sq ft/ two levels of art and history exhibition galleries, art studios, the Los Gatos permanent collection and the Los Gatos History Gallery - Current membership: 350 Since June 2015 (opening Civic Center Plaza): - Served > 50,000 museum visitors - Presented > 50 art and history exhibitions - Showcased the works of hundreds and hundreds of Bay Area artists - Produced > 10 exhibition catalogs - Presented > 200 public programs and special events (lectures, demonstrations, panel discussions, exhibition openings, community days, instructor-lead workshops and classes) - Welcomed > 6,000 K-5 students to Museum Explorer Program - Served > 3,500 Santa Clara County high school students through Annual ArtNow Exhibition - Since 1965, Los Gatos Museum Association has hosted 23 Historic Homes Tours, including 3 tours presented by NUMU. The Tours have showcased over 150 homes and historic buildings generously donated for public viewing by generous town residents.
Support NUMU is supported by members and individual donors, corporate donations, foundations, public and private grantors, local service clubs, the Town of Los Gatos, and various in-kind donations. The museum is operated and managed by a paid staff of (currently) seven employees and a Board of Directors.
Our Mission NUMU's mission is to engage community at the intersection of art, history and education through innovative, locally connected and globally relevant exhibitions, programs and experiences.
A Brief History The Los Gatos Museum Association, founded in 1965 by Dr. Ethel Dana, was originally located in two historic buildings. Los Gatos offered just about everything in 1965. Everything but a museum, thought Dr. Ethel Dana. Dr. Dana resolutely believed that her seven children could not grow up in a community that lacked a museum. So she created Los Gatos’ first museum in the town’s historic firehouse.
After serving the community for fifty years, The Museum expanded and relocated to the Los Gatos Civic Center, re-opening in June 2015 as New Museum Los Gatos (NUMU). With three times more exhibition space than the previous location, and dedicated education and MakerSpace classrooms, NUMU is on it’s way to becoming a vibrant community hub with fresh perspectives on Bay Area history, art and the innovation of our times.
With a goal to consistently show how the past influences what we define as new, NUMU offers interactive and frequently changing exhibitions combined with forward thinking programs and a rigorous education program for all ages.
New Museum Los Gatos offers a variety of programs for visitors. These programs are created to supplement our exhibits and to foster demographic diversity. NUMU offers programs for youth, adults and families. We also have targeted education programs for first grade through high school. Topics are related to exhibits and focus on the Bay Area with a specific look at Los Gatos and Silicon Valley.
Our Audience
1. Los Gatos and surrounding Silicon Valley adult community members: These are the visitors that come repeatedly to the museum to see exhibits and attend adult programming. They often are members (or become members) and are donors (or become donors). Because most of our events occur on Thursday evenings, our local community members are the ones who most often attend these evening lectures and events.
2. Students K-12: Our educational programs bring in many students from the entire Santa Clara Valley. We have specific outreach to Eastside San Jose, Gilroy and Morgan Hill. We provide travel scholarships for Title 1 schools to attend our Explorer Program. Admission is FREE to all under 18 and as we are located across from the Los Gatos High School, we specifically target those students to be active at NUMU. Our Atelier has after-school drawing and painting classes that are aimed at 11-8 year olds and prepare students for college portfolio reviews.
3. Families with children: Most of our weekend visitors are regional families. Our MakerSpace Studio Program is typically filled each Saturday and Sunday. The Studio caters to 4- 12 year olds and their parents or guardians.
4. Visitors to the area: Los Gatos is strategically located between Monterey and San Francisco and we host many visitors on the weekends that are taking day trips. We have benefitted from great press coverage in both San Francisco and San Jose and have fostered relationships with many larger organizations in these areas to encourage cross promotion and resource sharing.
Our Niche As a small museum in a regional community that is smart and sophisticated, we see ourselves as uniquely situated in a few key ways. First and foremost, we are a combined Art AND History museum. Our stories in both categories often overlap: we use art to tell history stories and history to talk about the role of art. We are not encumbered by a singular mission and quite often walk the line in our exhibits. Secondly, in our mission to be “Locally Connected and Globally Relevant”, we have the perfect reason for diving deep into our local or regional Bay Area to tell what might be considered a ‘small’ story (or too small for a larger institute) that has had a global effect. So many interesting and wonderful ideas originated in our area and so many unique and innovative people have lived here – we have found that there is no shortage of stories to tell and that our community appreciates, learns and adds to those stories when they visit. Lastly, our mission is to create interaction within the museum experience. Our exhibits are designed and presented to be inclusive, to create multi generational dialog, and offer and encourage participation from the visitor. Through visitor interaction, we learn what the community thinks, feels, likes and learns – and they are never afraid to share their thoughts!
NUMU Permanent Collection Many artifacts from NUMU's art and history collection of over 4,000 objects are available for public viewing on e-Hive, a web-based collection cataloguing system. Objects from NUMU's collection are being added to eHive as the archiving process progresses and depending on the availability of funding support.
Los Gatos History Gallery The Los Gatos History Gallery opened in 2016. The gallery features original murals that capture images, ephemera and snippets of time from Los Gatos history, and are combined with important objects from the permanent collection, creating an overlapping history of time and place. Like a modern day scrapbook, the gallery continues to add layers of stories that highlight the people places and things that make Los Gatos unique. Themes explored in the History Gallery include: Origins, Business and Industry, Innovators, Artists and Luminaries, and Community.
Museum Explorer: The Museum Explorer program was established in 2007 and introduces elementary school students from Los Gatos schools and the surrounding Santa Clara County communities to Art and History in a Museum setting. The program teaches critical analysis skills through fun, creative, and interactive activities. NUMU educates, lends inspiration, and offers exposure to a range of cultural perspectives with unparalleled resources such as historical artifacts and original artwork. New Museum Los Gatos is certified as a Common-Core provider by the Santa Clara County Office of Education and Silicon Valley Creates.
ArtNow: Annual County Wide High School Exhibit and Program: The Annual Santa Clara County- Wide High School Art Exhibition and Program runs annually at NUMU, culminating in an exhibition each spring. Students from public, private, and home-schooling high schools throughout Santa Clara County are invited to submit their art. A panel of jurors select the work to be shown in the exhibition and also choose the winning pieces of art in three categories: 2D, 3D & 4D. A People’s Choice winner is voted on by visitors to the exhibit and the museum’s website.
Lecture Series, Conversations and Panels: Lectures, Conversations, Demos and Panels cover topics stemming from the content in our exhibitions. Lively and insightful, we invite artists, specialists and experts to discuss a wide variety of ideas that help our understanding of the artistic process and the importance of history.
MakerSpace Open Studio: The NUMU Studio houses the MakerSpace, a hands on learning studio where students and their families can explore, discover and create! Open studio days offer visitors the chance to view, understand, and interact with art. Programs are inspired by current exhibitions and the art and history on view in the galleries.
Demos: The MakerSpace Studio offers hands-on workshops for all levels to learn new methods of creation under the guidance of expert artists and designers. These workshops correspond with the exhibitions on display, and provide opportunities for visitors to explore a wide range of themes and medias.
Artist Led Workshops: The Artist Led Workshops Program at NUMU is a collaboration between the museum and Bay Area Artists that offers a variety of imaginative, innovative, and instructive hands-on art-making sessions for artists, crafters, and makers of all abilities and skill levels.
Classical Instruction in Drawing & Painting Atelier: An Atelier is, in a broader sense, where artists gather to study together with a master in order to be guided through the traditional levels of artistic training. NUMU offers a full curriculum of studio classes where artists of all levels, from beginner to master, can learn new skills and further develop those they already have. New Museum Los Gatos is pleased to provide, as part of its broad-reaching education program, a level of instruction in drawing and painting that is not taught in public schools.